When we help make connections and introductions for our coachees, other senior leaders and friends who are beginning the journey of finding their next career move, there are many proven best practice ways of connecting and networking in the real world that really do work helping get the job you want.

In the last few years it has become increasingly apparent that the successful use of LinkedIn also has to become a core strand of your job search strategy and many of our real world recommendations directly translate into powerful ways to leverage the LinkedIn platform.

A quick caveat: I am NOT job hunting! My profile is written for a different purpose. So this one falls into the category of do as I say, not as I do. So here we go, this is a summary of my current advice for our clients and friends who are seeking new roles.

How come 'Without looking like you are job hunting'?

There are two reasons you don't want to look like you are looking.

One is obvious; you usually don't want your current employer to know.

Number two is more subtle.

When you are connecting and networking in the real world with a view to finding a new role, just about the worst thing you can tell someone is "I'm looking for a job". The immediate effect is to frighten off your contacts – they almost certainly don't have a role there and then and they will now be thinking, I would like to help, but I can't. At best you'll get a "Send me your resume and I'll pass it on to HR". Anything that involves HR is pretty much the death of your job search so you definitely don't want this and at worst you will also kill your networking process dead too.

The same applies to LinkedIn, as soon as you appear as a supplicant looking for a role, you will end up as just another profile in the metaphorical or actual pile of resumes; and again that's the end of the line.

3 Steps to Do It Well

There is a much better approach to getting found and successfully selling yourself into your next role using LinkedIn. Here is what you need to do in 3 steps:

Step 1: Get the Profile Right.

Step 2: Get Active.

Step 3: Get Networking.

Before you start all this, there are some profile fundamentals too, which I am assuming your have done already! So just to check:

Upload a good professional profile photo

Use the new profile background image feature

Use all the rich media options that you can now include in your profile – if you want to see someone who does this outstandingly well have a search through some profiles and as a great example have a look at this one: Chris Reed on LinkedIn who knows all about best practices in marketing with LinkedIn

Turn on 'open profile' so people can easily connect with you

Turn on the feature that lets others see that you have viewed their profile

Upgrade to one of the premium levels so you can find people more easily

Get and give loads of recommendations

Turn OFF the feature that notifies your network of changes to your profile (you'll be making a lot of changes and you don't want to spam your network with these)

STEP 1: GET THE PROFILE RIGHT

2 Core Elements

There are three core elements in a profile that gets you found on LinkedIn and can form the basis of a great sell.

1. The Headline.

Most people tend to use the headline as simple a place to put your job title. Please Don't! Instead the headline is the first way of selling the value you bring to a job.

Think about who you are first. Even better think about who you want to be in the next job that you want. Ideally you need to be able to complete the sentence "I am…." For your next job.

What follows the 'I am' is a statement of the benefits that you bring, like a summary of what someone will get if they hire you. Even if you are not actively looking for a job, it is still best if this is written as a statement of value.

I took a look at just a few LinkedIn employee profiled to get some examples and got the following (mentally insert the 'I am'):

Transforming companies through social media recruitment

Connecting buyers and sellers to build relationships

Transforming the way companies grow their business through social selling

Passionate about customer success and transformation

Helping Businesses attract and recruit the best Talent

To discover more about the proven best practices of headlines watch this video interview from inc.com with Reed Hoffman one of LinkedIn's founders on the importance of how the headline can get you found.

2. The Profile Summary

The profile summary is a powerful Bio that gets you noticed, really sells what you have achieved and – by extension – what you are capable of. It is the evidence of your success and the only outcome you want is the mental reaction from a reader that is "I would like to meet this person". Job Done!

Start the profile with a first paragraph that describes the benefits of you. This is not a resume, "sell the sizzle not the sausage" i.e. your product features not the product benefits. It's the full range of benefits and solutions that someone will get when they hire you, what can you do for them. Think about who your next boss will be, think about their likely challenges and issues –– what achievements will they need you to deliver –put something in your own words about the benefits of you, and include lots of action words, the action oriented tense is what you want…

So ideally like this, have one or a maximum of two paragraphs that describe the benefits of you.

After these two paragraphs and still in the profile section – you need 3 or 4 bullet points which are your major achievements in the last 3 or 4 years,

Problem/ Situation, Action - what you did, and Result, what the outcome or results were (in $/%/# if possible) leave the softer benefit achievements for the last couple of bullet points

If I was making these up it using this format it would be using 'I' and 'action verbs', e.g.…..

In a challenging and diverse global operating environment, I led the creation and implementation of improved leadership structures and the deployment of new practices in operations to successfully enable revenue growth of 250% in 4 years

With a fragmented regional client base and needing to meet diverse client needs across Asia, I have transformed the way we source and manage our new business and used an 80/20 approach to develop a new range or core customer centric solutions for Asia, successfully winning 10 new projects this year with a profit contribution of US$250MM over the next 5 years

For all the other resume type job responsibilities and duties (yawn!) - you can then put under the individual job descriptions in the profile if you must. Make sure that each individual job in the detailed profile also has a quick summary of the benefits you achieved in that specific role too.

The other thing that you will see some of the LinkedIn employees doing is weaving a personal narrative into the profile summary, this can also work I think.

An Offline BIO

Your Profile Photo, the Headline, plus your Summary Paragraph, including the bullet point achievements now also becomes a real world bio too.

Create these in a PDF attachment – a third of a page is long enough - it fits on a screen and will only get a 3-5 second glance - and use this when you are reaching out to connections and seeking to meet or arrange calls with people. Again the objective is to just get a "I want to meet this person" reaction.

Your Resume

The Headline, the summary and the individual jobs and education sections when put together then also form your 2 page (ONLY) resume that you can use to send to HR ideally after you have actually got the job from your great connecting and networking with business decision makers.

STEP 2: GET ACTIVE

Raise your LinkedIn activity to get noticed by head-hunters and senior business leaders.

I suggest you set aside 30 minutes a day to read industry news and views and other topical leadership stuff and share perhaps one interesting industry relevant article a day in your status on LinkedIn (Set up several targeted google alerts to get notified when relevant stuff pops up)

Also join as many industry relevant groups as you can, then follow all the companies who you might want to work with and follow relevant influencers: then start commenting on things/liking other people's shares and comments. Actively comment on other peoples stuff always in a highly constructive way – i.e. Thank people for their view, say what you like about what they said first, then add your own thoughts. Don't become a troll – steer well clear of confrontations or strong disagreements, you are all about generating positive perceptions.

STEP 3: GET NETWORKING

Find and invite to connect with as many people as you can, staying within the constraint of people who are at least aware of you, or where you share many connections, or at your previous employers. Stretch your thinking on who knows you – professional associations, industry bodies, clubs and societies, even your dentist! You don't know who they know and maximising your contacts will maximise your second level connections to whom you will be relatively visible and who will be the easiest for you to reach out to.

Turn off the feature that hides the fact that you have viewed other people's profiles and then go and just visit the profiles of loads of industry leaders and industry recruiters you want them to start looking at you.

Bottom up: Find at a minimum 200 people at the 1st level of your network that you know really well. (Force yourself to do this, person number 200 will be someone you forgot about who will turn out to be really useful in your search!). Prioritise these. High, Medium , or Low in terms of relevance to your search and because you do know them all, go meet the first 10 on the HIGH list, or buy them a coffee – just ask for their advice and use the opportunity to share that you are exploring options and practice sharing your LinkedIn summary in a highly conversational way. Engage them in sharing their challenges and issues, practicing asking loads of open questions. Also practice bringing value, from all your reading and posting of news articles – experiment with "saying", that reminds me of …(article you read, news item, person you met, etc.)… and share it afterwards.

Top Down: Search on LinkedIn for 10 companies you would like to work for. In that company search for the person (or people) who could be your next boss. Find out who you know who knows that person (if no-one, then continue bottom up networking until there is someone, or move on to the next likely target). Your intention here is to get to a point where you can send an InMail or email that begins with "X suggested I should reach out to you to connect…" X being someone else who you have permission from to name drop.

Critical Tip: One final real world tip that is vital when connecting or networking. You need to practice asking "Who else do you think it would be useful to connect with?" and when they say, as they will, "Oh, I can connect you with so-and-so" You MUST step in and so "Let me do that for you, I will reach out and connect and say we spoke" then get the contact details. If they still insist on connecting you MUST say NO let them off the hook "I really appreciate that and its great if you can, however, please relax about that I will see if I can find their details, there is really no need to go to any trouble for me". This is really really important. If they go back to their desk with the intention of making a connection, we are all too busy these day and they will never actually do it. Instead of a contact you will create a sense of obligation to you instead, this will kill your networking and lose you connections. They will forever be feeling bad that they meant to do something for you and never did and you really must let them of the hook completely. You are about leaving strong positive impressions not obligations and that is truly all you really need to do.

Finally don't wait until your profile is perfect - get something up there and get started and then refine along the way.

16 September 2013

How is it in this connected digital age that many of us still find that the traditional fees paid to recruiters for matching CVs to Job Descriptions to be a substantial cost of doing business? This can be an especially important issue in an environment where it is increasingly challenging to find and retain the talent you need.

Big Fees

Many years ago – before the dawn of social media, kids - when I first started out leading a busy finance team in Asia, it was the norm to pay a recruiter 20-25% and sometimes significantly more to find good candidates for you. Recruiters had access to the candidates you needed and the global databases to make a good match for you. The model has been through many evolutions, including onsite support and outsourced services for candidate search. At its core though, the model is still based on paying substantial fees, often combined with complex contracts, to seek out and match candidates to your needs. I believe this is a broken model.

Substantial Process Gaps

From our learning and development work related to hiring and training best practices in selection skills and in consulting on the needs of organisations around talent management and successful on-boarding it is apparent to us that many companies can benefit from doing a better job in the end to end process of getting and keeping and the right person for the right role. With the pressures and costs of recruitment many of these aspects of the end to end process do not receive the attention they deserve and many opportunities are missed in selecting candidates with the right attitude and transferable skills, with gaps also in testing for the evidence that a person can perform a role, never mind the challenges of hiring the wrong person for the job, or failing to retain a competent new hire.

Real Opportunity

What we are doing: I see a tremendous opportunity to aid businesses in making investments with proven and measurable returns in addressing critical gaps in the end to end process of hiring and on-boarding, while at the same time leveraging the prevalence of social media and the ease of establishing global connections through our own and our clients networks to provide the service of sourcing candidates on a zero feebasis without complex contracts and without the need for exclusive arrangements.

My suggestions for you

WHY DO IT?

Based on our existing work and analysis there are four critical areas where an organisation can improve what it does today that will enhance the brand and increase the potential to both hire and retain the right talent for your needs.

The four process areas are:

Pipeline management

Pre-screening

Interviewing and selection

On-boarding

In each area, there are significant opportunities to transform the approach and add best practice processes to achieve the following objectives:

Eliminate serious business risks in the hiring approach

Increase the throughput of good qualified candidates, with the skills and attitude to do the job

Accelerate the 'time to perform' of new hires and then retain them

In delivering on these priorities I would be willing to bet that you can also generate a measurable return on investment, substantially reduce your average cost per hire and develop the positive perception of your brand in the talent market place.

SUGGESTED AREAS FOR IMPROVEMENT

We recommend you take a three stage approach aligned with each of the primary objectives above:

Stage 3: Add best practice approaches to on-boarding to accelerate the time to perform for your new hires

STAGE 1: Improve interviewing and selection to eliminate risks.

Many existing interviewing and selection process rely on the capabilities of hiring managers to perform successful interviews and evaluate candidates with consistent and appropriate approaches.

We often see three risks with the existing interview and selection process:

Brand risk: Your hiring managers need to be more aware that at interviews they are representing the company's brand and need to all provide a consistent, professional interview process. When candidates talk in the market place, especially those you have not hired, you need them to be saying that they were treated fairly and professionally by you and to be sharing positive impressions of your company.

Compliance risk: Hiring managers must comply with best practice laws and guidelines and there are also things they definitely must not do to ensure they demonstrate that you are hiring based solely on ability to the job. It is critical that your hiring managers play their part in demonstrating that you do not discriminate and that you can, with evidence, prove that your selection practices are fair, consistent and based on only on ability.

Hiring the right candidate for the job: Due to lack of skills or experience, hiring managers today face the risk of hiring someone without demonstrated abilities to perform a given role and they also may be in danger of turning away a good candidate who has transferable skills, the ability to learn, with the right attitudes and motivations for your needs. Both of these issues can be minimised by ensuring all your hiring managers use best practice interview techniques and a structured and data driven approach to evaluation.

To substantially minimise these risks and improve the capabilities of hiring managers we recommend you develop and train proven best practice interview approaches, including:

Develop your competency frameworks into an effective tool for hiring by creating enhanced roles profiles for all your positions, linking to clear competency definitions and behavioural examples and creating a detailed set of competency based interview questions for your hiring managers to test candidates.

Gather data on best fit values, attitudes and motivations by profiling and evaluating these traits in your existing top performers and high engagement employees and develop related interview questions in these areas. This will enable you to define the incremental criteria related to local culture and the values and motivators at a local team level. You can also ensure that you validate required levels of strategically critical skills linked to the future competency needs of your business. This rigour will enable your hiring managers to fully test a candidates fit for the organisation and the relevant team, while maximising opportunities to increase and leverage organisational diversity.

Create an effective and evidence based candidate evaluation structure that your hiring managers can deploy to record, compare and use for efficient discussions with HR and other hiring managers to ensure consistency and demonstrate appropriate decision making. Also if ever necessary these can provide legally valid evidence of non-discriminatory practices.

Train your hiring managers and validate the skills of your own HR team in best practice interview techniques that will enable them to profile roles successfully and test candidates based on competencies, attitudes, values, motivations and learning ability, ensuring that you hire the right candidates and do not turn down the wrong ones. Enabling your hiring managers to make faster, efficient and data driven choices while ensuring also that your hiring managers properly represent the brand at interviews, know and implement their legal responsibilities and perform a structured evaluation process.

If your current pipeline relies heavily on recruiters, with a substantial proportion of existing hiring from this most expensive channel. Then you have a real opportunity to leverage what is already out there in developing new channels, you can transform your approach and develop better brand management in the market place and better management of the present and future talent pool to improve the throughput of new, quality candidates and achieve a substantially lower average cost per hire. A wider ranging approach will also enable you to successfully reach candidates who can grow the bench strength of the organisation, increase your innovation quotient and develop industry best practices as you are more able to source people from competitors, your industry in general and from other industries who can bring new ideas and strategies.

With increasing throughput it is also important that you develop appropriate pre-screening methods and tools, so that candidates can both self-screen and that they also be successfully and efficiently evaluated before being interviewed by hiring manages. This will minimise the time your hiring managers need to spend on selection, leaving them freer to focus on delivering the business.

In delivering in these areas you can:

Develop existing and new channels, creating suitable brand messages and candidate interactions on LinkedIn, Facebook, Twitter and Glassdoor and as appropriate seed these social channels with specific role adverts, company information, useful shared data, candidate communication strategies and new tools for candidates to self-screen. You can also enhance how you are managing your existing approaches to advertising and overall generate more self-screened candidates. Just take a look at some of the best practices in self screening out there that are being implemented now, especially those with the add-on benefits of gamification to increase engagement. These new channels will reduce your dependency on recruitment fees, make it much easier for good candidates to seek you out and self-screen and enhance your brand perception.

Implement improved candidate management at each stage of the process, developing and using suitable candidate management tools and approaches will also ensure your brand reputation and build a long term database of potential talent for your own future hiring needs. Without this you can damage your own brand by actually making it difficult for people to apply for a job, not getting back to candidates, or treating them poorly during the interview process. You can also relatively easily then measure feedback and continuously improve the overall recruiting process.

Design and implement pre-screening in three categories: candidate self-screening, online screening and assessment centres. Candidate self-screening is a growing and successful approach you can implement to helping candidates understand your requirements and match themselves to the required skills and abilities, also we recommend implementing online automated video screening. Both candidate self-selection and automated video screening can reduce the time spent on assessing each applicant while also giving much better data to make a judgement about who should progress further. For short listed candidates we recommend using assessment days with simulation testing, personality profiling and analysis and job knowledge testing. Investing in this way in pre-screening can significantly reduce the amount of time your hiring managers then need to invest later in the process, avoiding wasted time interviewing unsuitable candidates and instead investing your time in making final choices between only the best candidates.

Run best practice competency based interviews for your final candidates, whether by phone, VC and in-house, as well as using additional evaluations on values, attitudes, motivators and de-motivators. Competency interviews are the proven way of gaining the evidence you need that a candidate can truly deliver on the requirements of the role and there are many emerging techniques on values and attitudes that can maximise your chance of choosing correctly.

STAGE 3 Accelerate Time to Perform

The first impression an organisation makes is often the most critical — not only with customers and key stakeholders but, more importantly, with its employees. As a result, employee on-boarding has become a key business initiative and an accelerator of company growth and performance. Today's leading organisations are thinking more proactively about the way they on-board talent by adopting new practices and investing in both traditional and innovative technology solutions to achieve results.

There are many best practices you can review to transform basic new hire orientations into strategic initiatives and discover how to leverage world-class technology to boost productivity, engagement, and retention.

Deep commitment to aligning on-boarding objectives to overall business goals

Combination of both tactical and strategic on-boarding initiatives to drive productivity and engagement

Investment in world-class technology throughout the on-boarding process

Required Actions. In addition to the general recommendations above, to achieve Best-in-Class performance, you can:

Define metrics and ensure agreement with key stakeholders of each new employee

Engage the new hires in their own development and networking

Consider innovative technology options such as gamification

Balance both the tactical and strategic elements of on-boarding

For these areas we recommend a review of current processes, comparing best practice approaches and developing key metrics and we would recommend the following steps to build on the current approaches you have today.

You can evaluate, design and implement a new hire led process of self on-boarding, incorporating a personal networking plan, self-development planning with goals and objectives that are linked to a hiring manager assessment of competency needs, interview evaluations of skills gaps and which incorporate specific deliverables related to the business goals. We also recommend implementing a 90 day and a six month 360 feedback process for the new hire on how they are tracking against delivering on these performance and learning goals.

You can design and deliver training sessions for hiring managers on how to coach and mentor new hires to build new employee skills faster and with this also creating a formal mentor-buddy approach, where new hires are matched with a suitable colleague or leader (not the hiring manger) who can provide regular monthly mentoring session over the first 6 months for your new hires. Hiring managers and mentors would attend training to discover what is important in successfully managing expectations, establishing trust and agreed levels of confidentially and understand language, structure and the benefits and best practice approaches.

For further development of successful best practices in onboarding you can evaluate other best practices in the use for technology including deliberatly engaging gen-Y with App based tools and gamification approaches, as we see happening in some of the most successful and innovative companies in the region.

Conclusions

Ultimately my overall advice to you is simple. Take whatever you invest today in recruitment fees and explore how to re-invest it in your selection, hiring and onboarding end-to-end process for a measurable ROI, improved brand in the market place, to create your own pipeline and to simply hire and retain the right people.

Of course now, if you should want some help….. drop me a note and I'll happily arrange a complimentary consultation to see how you can improve and transform what you do today to fully establish these benefits - and I am sure I must have mentioned this already - if we can indeed help, then we can also find people for you without a fee.

-Competency based interviewing skills (getting the hiring right, it is
too big a risk getting your targeting new hires wrong)

-Influencing skills– a range of
tailored programmes under this broad heading – from presentation skills to
giving and receiving feedback

2. Personal coaching for key senior executives and leaders

A big upturn in Q3, Q4 and continuing, for targeted
individual development programmes using an intensive coaching format – not the
usual coaching sessions, these are a series of individual half day sessions
over an extended period of time with tailored learning agendas for senior
leaders. The outcomes are increased performance of key individuals and
increased individual engagement from the visible commitment to development.
What I hear is both a pragmatic approach to retaining top talent and a real
need to enhance organisational effectiveness where it matters most.

3. Leadership team development.

This was noticeable by its
absence in 2009! What is happening now and it started late 2009, is a new
requirement.

We are now delivering on more
opportunities with regional leaders and their teams on resetting team values
(real values, not the stuff on the wall) and shaping vision and purpose from
this. The output of a process like this is still real action plans,
responsibilities and timelines, so while the focus is value based, it is still
pragmatic.

I hope you find these observations interesting as you think
about your own team and organisational needs for 2010.

I also hope 2010 is a good year for you, at least you know -
even with double dips and who knows what else round the corner - you have
definitely weathered the worst and life goes on, keep making decisions and keep
moving forward.

07 October 2006

- he makes the great point - through the idea that you are your to do list - more specifically, your are the do list of thatmorning, and you had better have no more than 4 things on it and 4 things that really matter.

With our executive coachees, we try to instill a mindset in them that there really are only 3 or 4 things that you have to do this year.

That's all! it reaally is - everything else is just fluff.

But those three or four things are what you give all of your focus and all of your time and energy to - this works with life stuff too - you may actually need to start with a list of say 6-8, but it will soon become apparent which the front runners are, then ditch the rest.

Think about people in your own organisation, those who are really successful, with rapid promotions - you will find that you think of them in terms of things that they have done, things that were big and recognised - you may not necessarily think what they did was the right thing, but they sure did it and it was publicised, promoted and their praises were sung in high circles...

There are two keys - actually doing something (answering emails doesn't count) and just focussing on 3 or 4 big things, that you decide are going to be important.

Try this - get some quiet time, book it in your schedule if you have to - and just decide those 3 or 4 big things for yourself. Then you need to look at this list every morning - BEFORE YOU LOOK AT YOUR EMAIL -

if you are already looking at email 24/7 on your blackberry then you are already a lost soul and will achieve nothing ever again, ever - sorry -

anyway back to the point - it is really important that you decide what you will do today on the basis of your big annual priorities - again no more that 4 max that day, things that you will absolutely do.

ONLY Then open your email and allow ONE, MAX. TWO MORE THINGS ONLY onto your daily list and trust me on this - delete, delegate or ignore 80% of all your email. (best option first) everything that is not now on your big list, or is not a hygene factor (financial, bills, familly, personal learning, etc). If you miss something important, dont worry, someone will get back to you...

The point of all this is threefold (or however many points I get to make out of this):

we need to 'stand at cause' in our lives, whereas mostly, most of us, most of the time 'stand at effect' - get what I mean - are you just effected by things that just happen to you, or are you actually in-charge?

T.E. Lawrence said: This, therefore, is a faded dream of the time when I went down into the dust and noise of the Eastern market-place, and with my brain and muscles, with sweat and constant thinking, made others see my visions coming true. Those who dream by night in the dusty recesses of their minds wake in the day to find that all was vanity; but the dreamers of the day are dangerous men, for they may act their dream with open eyes, and make it possible.

We all dream, but can you make you dreams real - be a dangerous person, be a dreamer of the day.

It's like that other adage, 'Innovation is 90% execution', 90% doing - you do have to actually do something, just make it the big dreams, not the 100 email a day rapid path to a dusty death....

There is just one other key thing and you know this dont you - you have everything - all the resources you need - right now, to do the things you really want to do;

There is a Sanskrit saying; Padam, Padam, prahti padam, aaharti eeti, prati-padikam (transliteration is mine, not official) a Pada is a step - what it says is: Step by step, at each and every step, there arises, by grace, that which is needed to complete that step.

This is true, just take the damn step will you! you know you can, now if you choose to stand at cause and be a dangerous dreamer, it is all that you deserve to be for yourself and for your familly. Find your real list and just do that. JFDI. (not my initials)

05 October 2006

It - should be by now (but it still isnt for many companies)no surprise to hear that a highly engaged workforce improves an organisation's performance.

You know; engaged employees want to stay with you and work harder, means better results - employee engagement is created from the feeling of learning and growing that employees get when you create those ongoing employee development initiatives.

But new(June 06)global research has highlighted, the sheer scale of the improvement in bottom-line results is remarkable.

The employee engagement study by ISR has found a gap of almost 52 per cent in the one-year performance improvement in operating income between companies with highly engaged employees versus companies whose employees have low engagement scores.

High engagement companies improved 19.2 per cent while low engagement companies declined 32.7 per cent in operating income over the study period.

The study, gathered from surveys of over 664,000 employees from around the world, analysed three traditional financial performance measures over a 12-month period, including operating income, net income and earnings per share (EPS).

Other findings include a 13.2 per cent improvement in net income growth over a one-year period for companies with high employee engagement, while seeing a 3.8 per cent decline in net income over the same period for companies with low employee engagement.

Companies with high employee engagement also demonstrated a 27.8 per cent improvement in EPS growth, while companies with low employee engagement reported an 11.2 per cent decline in EPS over the same period.

"Our research continues to show that a well-substantiated relationship exists between employee engagement - the extent to which employees are committed, believe in the values of the company, feel pride in working for their employer, and are motivated to go the extra mile - and business results,"

"This data reaffirms the remarkable ability of an engaged workforce to impact a company's bottom line."

"These latest findings are consistent with ISR's three-year study and demonstrate that both a one-year change and lasting performance gains are obtainable through an engaged workforce,"

04 October 2006

Still in development, but the company finally has a vision and a 'what is it all about' summary. At Last, just 2 more weeks to go to web launch and then we really start motoring. So watch out a new force in Asia arises.Our VisionWe help people and organisations grow, perform better and become more successful.

About Us

We’re a learning and development company that specialises in leadership development. Personal and professional growth.

What do we do?

We believe in developing leaders in everybody. We enhance the leader within you through powerful techniques by increasing confidence in the key areas of leadership such as:

·Executive presence and impact through presentation, voice and image

·Coaching for performance, coaching for development and coaching leaders within your teams.

·Building Rapport

·Developing teams

·Enhancing networking and influencing skills

What’s so different about NoLimits

·We offer an integrated approach in developing individuals and teams.

·We work with the latest and most up to date development techniques, leveraging leading edge practices.

·We sustain post workshop learning and effectiveness through one to one coaching and feedback.

·We offer fast and highly effective anchoring techniques which gives you the confidence to trigger the best in you.

·We go beyond training you with the ‘how to do’, we help you recognise your beliefs, values and attitude that influence your mental processes and your achievements.

·We can help you change your external observable behaviours by understanding your values and beliefs that really drive you.